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Orientations of Open Strategy: From Resistance to Transformation

Haefliger, S. ORCID: 0000-0003-4207-9207 Orientations of Open Strategy: From Resistance to Transformation. In: Whittington, R., Von Krogh, G. and Seidl, D. (Eds.), Handbook of Open Strategy. . Cambridge, UK: Cambridge University Press.

Abstract

Four basic orientations capture open strategy-as-practice that are not only transparent to but also inclusive of an outside community: resist, share, join, and transform. By building upon works in innovation studies, I argue and illustrate that the most exciting cases of open strategy are driven, long-term, by insiders as well as outsiders to the organization and I attend to the idea of orientations of open strategy by formulating an agenda for strategy research that looks at the practices through the lenses of business model design, technologyin-use, and organizational regulation. A key challenge when opening up strategizing at the intersection of multiple networks is the important quest for the organizational purpose.

Publication Type: Book Section
Additional Information: This version is the Submitted Manuscript Under Review. This material is to be published in Handbook of Open Strategy by R. Whittington, G. Von Krogh & D. Seidl (Eds.). This version is free to view and download for personal use only. Not for re-distribution, re-sale or use in derivative works. © Cambridge University Press.
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Departments: Cass Business School > Management
URI: http://openaccess.city.ac.uk/id/eprint/19954
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